Contents About the Editors * Contributors * Introduction: Seven Imperatives for Executive Education and Organizational Learning in the Global World * Think and Act Globally * Become an Equidistant Global Learning Organization * Focus on the Global System, Not Its Parts * Develop Global Leadership Skills * Empower Teams to Create a Global Future * Make Learning a Core Competence for Your global Organization * Regularly Reinvent Yourself and the Global Organization * PART I: GLOBALIZATION AND LEARNING * Chapter 1. Anticipatory Learning for Global Organization * The Organizational Learning Imperative * All Learning Is Not Equal * The Organizational Learning Matrix * Forecasting versus Creating the Future * From the Forecasted Future to the Invented Future * Summary and Conclusion * Chapter 2. Do Cultural Differences Make a Difference? Contextual Factors Affecting Cross-cultural Relationship Success * In Search of Cultural Differences * The Foreign Acquisitions Study * Culture versus Context as an Explanatory Factor * Contextual Factors as Key Determinants of Cross-Cultural Relationship Success * The Negative Side of Cross-Cultural Interaction: Threat and Prejudice * The Attribution of Organizational Problems to National Culture * Conclusion * Chapter 3. Managing Globally Competent People * Transnationally Competent Managers * The Globalization of Business: Strategy, Structure, and Managerial Skills * Transnational Human Resource Systems * Today's Firms: How Transnational? * Illusions and Recommendations * Chapter 4. Creating a High-Performance International Team * Establishing the Context of the Growing Number of International Teams * Creating and Managing an International Team * Managing the Geographical Distances Managing Globally Competent People * Creating a High Performance International Team (Sue Canney Davison) * Establishing the Context of the Growing Number of International Teams * Creating and Managing an international Team * Managing the Geographical Distances * Working Within the Team * PART II: DEVELOPING THE GLOBAL EXECUTIVE * Chapter 5. Selecting Training Methodology for International Managers * A Model for Managerial Training for International Assignments * A Theoretical Base for Training Methodology * Management Development Methods * Developing Cognitive Competencies * Developing Behavioral Competencies with Experiential Methods * Developing Performance Competencies * Summary and Case Application of the Training Model * Recommendations for future Research * Chapter 6. Creating Scenarios and Cases for Global Anticipatory Learning * Review of Anticipatory Learning Program Issues * Scenario Planning * Cases * Conclusion * Chapter 7. A Culture-General Assimilator: Preparation for Various Types of Sojourns * Introduction * Rationale for Materials Development * The Culture-Assimilator Format * Learning the Ropes * The Themes Around Which the One Hundred Incidents Were Developed * Uses for Culture-General Assimilator * Conclusion * Chapter 8. Action Learning: Executive Development of Choice for the 1990s * What Is Action Learning? * Traditional Approaches to Action Learning * Unique Action Learning Adaptations * Summary * Chapter 9. Case Studies of International Management Development * Needs Analysis for International Training * Program Design and Development * Training for Trainers * Cultural Awareness * International Negotiation * Consulting in a Multicultural Environment * Communication in a International Context * Expatriate Preparation * Managing Internationally * An Application by ICM Management Training in Russia: Traps and Gaps * PART III: DEVELOPING THE LEARNING ORGANIZATION * Chapter 10. Systems Dynamics and Anticipatory Learning * Examples of Microworlds <li